Balancing your charity's values with today's business pressures can be achieved, argues Sharon Turnbull.

Is it possible for a charity to grow rapidly and successfully without diluting the core values and beliefs that drove its often charismatic founder or the activists who set it up? Is it possible for a charity's secretariat or "top" leadership team to provide leadership, vision and support without disempowering those in the field by imposing too many onerous controls? Is it possible to sustain authentic leadership at all levels of the organisation and still develop efficient coordination and knowledge-sharing networks?

A version of this article was published in the June edition of Charity Finance magazine. Read the full version.